rdf-syntax-grammar
mods:
  schema location: http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
  title info:
    title: Leadership development in context
    sub title: a descriptive mixed method study of leadership development activities during significant organizational change
  name:
    name part: Hasler, Michael G.
    role:
      role term: creator
  name:
    name part: Callahan, Jamie L.
    role:
      role term: thesis advisor.
  type of resource: text
  genre: bibliography
  origin info:
    place:
      place term: txu
    date issued: 2010
    issuance: monographic
  language:
    language term: eng
  physical description:
    form: remote
    extent: 1 online resource.
  abstract: This study explores the extent to which organizational culture and operational environment influence the leadership activities of an organization in the midst of significant organizational change and whether culture drives leadership development or vice versa. After exploring several different leadership theories, the study focuses on the concepts of transformational leadership as the theoretical foundations for the leadership component of the research. Likewise, the study builds on organizational theory and sociological foundations to focus on the work of Schein and Hatch for organizational culture, and Schneider for key concepts used in the development of person-organization fit. The research in this study concentrated on the manufacturing organization of a large, well-known company based in the US. This organization is in the midst of considerable organizational change in response to upheavals in its markets, its technology, and its manufacturing strategy. Research was conducted through collection of data from public sources, review of internal organization documents, a survey of perceptions of the organizational culture held by the staff, and detailed interviews with a cross section of the professional and managerial staff involved in the leadership development process. The results of the research and analysis showed that despite strong efforts by executive leadership and developing leadership at all levels to create a more compassionate organizational culture, the crisis facing the organization caused even the most committed and well-meaning individuals to revert to a cultural norm of a driven, results-oriented organizational culture. The interviews and survey data led to conclusions that culture change is a long term effort; that it requires executive leadership commitment, vision, and constant communication to reinforce the vision; and is best addressed through leadership development in the younger staff with less personal investment in the status quo.
  note: by Michael G. Hasler.
  note: "Major Subject: Educational Human Resource Development"
  note: Title from author supplied metadata (automated record created 2010-08-20 08:31:34).
  note: Electronic resource.
  note: Doctor of Philosophy Texas A&M University 2009 http://hdl.handle.net/1969.1/ETD-TAMU-2009-05-344
  note: Includes bibliographical references.
  note: Text (Dissertation)
  subject:
    topic: Major educational human resource development
  subject:
    topic: Organizational Culture
  subject:
    topic: Leadership Development
  subject:
    topic: Organizational Change
  identifier: http://hdl.handle.net/1969.1/ETD-TAMU-2009-05-344
  record info:
    record content source: TXA
    record creation date: 100906
    record change date: 20151201155011.0
    record identifier: in00002601013